^At GFM we
know where
we want to
go and why
0 lowdidyou get
into banking?
How would you compare
working for Rabobank with
working for ABN AMRO?
19
do you think GFM needs
in the current dimate?
What do you see as your
biggest achievement?
El
to your colleagues in GFM
right now?
Looking back, was the
decision to join Rabobank
the right one?
A "During my study at the Erasmus
University in Rotterdam, I served
two internships: one at a chemicals
company and one with a bank.
It became clear to me that banking
suited both my ambitions and my
interests. And so I joined ABN AMRO.
What I liked about ABN AMRO was
that I was given the chance to rotate
through the organisation, changing
roles, working with different people
in different places. And, of course, I saw
a lot of changes in my 16 years with
ABN AMRO. I saw first hand the positive
impact a reorganisation can have on an
organisation if you get it right. But I also
saw the negative impact it can have on
a company - and its clients - if it's not
properly thought through or is badly
implemented. I hope that experience
will be very useful in our realignment
and refocusing of GFM."
A "Rabobank is a flatter organisation
in terms of hierarchy. I like the fact
that people are very willing to work
together rather than in silos. We worked
very hard on this at ABN AMRO, but
never quite managed to break down
all the barriers. Luckily, there are simply
fewer silos here. Risk and business work
together, regions cooperate with the
global product group, and fïnance and
business work together quite naturally.
This gives us a big edge on other global
banks, and we have to make sure we
take full advantage of that, both for our
clients and ourselves. One thing that is
less developed within Rabobank is
a true integration of costs in product
development. Cost awareness is
certainly there, but one of the
challenges in the restructuring of GFM
will be to take it to the next level, where
we think much more about the total
cost ofdelivering products. This is
essential if you want to deliver a range
of products to a select group of clients.
Which is exactly what we do as a bank
with a very strong focus on the Food and
Agribusiness sector. For GFM, I think this
will mean dropping certain products
to focus on those products our clients
really need, to create a more stable,
sustainable and profitable business."
A 'The same kind of leadership any
organisation needs in a time of change.
What we need to do is create a drive
for change. It is crucial to get people
motivated to make the changes you
need. We're making certain choices,
and I very much believe they are the
right choices, but we have to make
sure that everybody knows why the
refocused strategy is necessary for
GFM and Rabobank International. This
makes good Communications vital,
which is why I try to ensure that the
reasons we are doing this are known
throughout GFM and Rabobank.
But just as important is how we
implement the changes. Leadership is
about motivation and setting the right
example, plus really listening to people
and appreciating and accepting their
feedback. Nobody can effect these
changes alone."
"If l'm proud of anything it's the fact
that the new refocused GFM strategy
has been set and we are all working
hard at implementing it. Although
sometimes difficult decisions have to
be taken, like exiting certain businesses
or the recent reorganisation of our
London activities, l'm convinced that
we are on the right track to become a
sustainable contributorto Rabobank's
success. At GFM we know where we
want to go and why, and there's an
enormous willingness to work together
to achieve the goals we've set."
A 'This strategie refocus is all about
developing the right products for our
chosen clients. The first thing l'd say is
that the benefits of the choices we're
making are working for us every single
day. If we act with no boundaries
internally in Communications and
discussions, our clients will benefit
and so will GFM. Secondly, we are
committed to what we do, but we have
to demonstrate that commitment,
both internally and extemally. It's easy
to say we have cliënt focus. Every bank
says that. We have to translate that into
working for and - very importantly
- working with our clients. We have to
show our clients that we can be real
partners. We have to be creative and
always look at alternatives. Especially in
today's stressed markets and economie
climate, it is more necessary than ever
to work together and have a product
focus."
"On my very first day with the
Rabobank, I was in Macao giving a
summary of the day's events and
introducing myself. I mentioned that
the Asian business was going really
well, but added 'don't lose your shirt',
meaning that we shouldn't overextend
the business in terms of risk and
operations. Anyway, that very evening
there was an auction and the first thing
auctioned was a shirt from one of our
traders. So we can be very disciplined
and focused, but we can also see
the humorous side and challenge
each other in a positive way. So, yes,
l've made a very good decision."
ISSUE 18
THE WORD
